Digital transformation can seem daunting, but it’s also an imperative if businesses want to keep up with the fast-changing digital economy. Forty-seven percent of CEOs are being challenged by the board of directors to make progress in digital business, and 56 percent said that their digital improvements have already improved profits, according to a 2017 Gartner survey. Business leaders are quickly realizing that automation tools provide the agility needed to reap the rewards of a digital workplace.

Many of today’s organizations are simultaneously excited and intimidated by one of the most common industry buzzwords out there: “digital transformation.” This apprehension is understandable — while we’ve seen countless companies succeed through innovative digital transformation efforts, others’ large-scale projects have failed time and time again. But what distinguishes a successful digital transformation from a failure?

Recently while watching an old movie, I was reminded just how far we’ve come with cellphone technology. In one scene the actor shouted, “Quick, find a phone!” It made me laugh because he meant a pay phone. You don’t see many of those around these days. Even cell phones are constantly improving to the point where we really aren’t truly cognizant of their effect on our lifestyles. Changes in technology often have far-reaching effects on our behavior, and while it may take some time to get used to our new technology and make changes, we always do. The desire to make the change usually overrides the time it takes to get used to the adjustment, so we don’t consciously notice its effects.

The Wall Street Journal reported recently that more than 2,100 patient deaths per year are linked to data breaches at hospitals.1 The findings highlight the need for healthcare organizations to redouble their efforts in cybersecurity and improve their post-breach remediation. They also illustrate how data breaches can compromise the performance of organizations, even if lives aren’t involved.

With the concept of digitizing everything becoming a reality, and the addition of artificial intelligence (AI), machine learning, Internet of Things (IoT) and other technologies, we are creating a crushing amount of digital data. But how to create value from this data?  We need to start at the beginning, otherwise it’s just a huge pile of bits and bytes that are consuming a lot of resources unnecessarily. The fourth wave, the Information Revolution, is upon us, but we are not all actively participating, or more importantly, benefiting from it.

Average or good salespeople sell the solution. The best salespeople sell the problem — and by the “best” salespeople, I mean the ones who get the best results. The best salespeople have all kinds of different approaches, terminologies, methodologies, sales processes and techniques, but one consistent theme I have observed from the best salespeople, is they make the focal point of the sales process the customer’s problem or pain. The less successful, on the other hand, tend to focus on the solution, which usually comes in the form of features and benefits dumps, or demos to companies to help become “paperless.”

While it seems like yesterday, it was already last year when I attended an Executive Leadership Conference sponsored by AIIM (The Association of Information and Imaging Management). It was an insightful session with speakers making presentations on the theme “A Digitally ‘Transformative’ Year,” and sharing their thoughts on the future of information management.

Whether you’re looking at a low-cost SaaS tool or a new enterprise software deployment, software purchasing decisions are full of potential pitfalls.

If it’s time for your firm or company to design a taxonomy for your paper and electronic content, then you likely already understand the benefit of document management best practices. But implementing an effective taxonomy is no longer just about drafting consistent naming conventions across your organizations. It requires an understanding of how your content is being used and how best to organize it for ease of access.

Little mistakes can mean a big price tag. “University of Michigan Health System Overbills Medicare by $6.2 Million,” and “OIG Tags Carolinas Medical Center for Incorrect Billing” (over 1.7 million) are just two recent headlines regarding paybacks to Medicare as a result of RAC audits.